The art of managing conflict: skills and strategies for resolution

Managing conflict might not be the most glamorous part of management, but it is part of the job nonetheless. One way or another, any team from any business will come across conflict at some point. It doesn’t necessarily mean heated arguments or dramatic actions, as all conflicts are not fights. But even two team members having a hard time talking to each other because they disagree on an approach is something that needs to be dealt with swiftly. Because it is already harming the overall employee well-being and productivity and also because it might get ugly quite quickly.  So let’s review what conflict management is and how to implement it in your company.

Conflict management: definition and types of conflicts

Where does conflict come from?

Conflict at work happens when people disagree or clash over different topics such as:

• interpersonal differences (values, personalities, work styles, opinions, perspectives) ; 
• opposite or incompatible goals ;
• lack of clarity in role and responsibilities attribution ; 
• needs regarding resources(teams, time, money, materials) or career development ;
• poor communication or lack of it. 

Even in small companies it is bound to happen as everyone is different and sees things in their own way. But conflict doesn’t have to be a bad thing. If dealt with properly, it can actually lead to growth, new ideas, and stronger relationships, but more on that later.

What are the different types of conflict?

Task conflict

This occurs when there are disagreements, differences in viewpoints, ideas, and opinions about the task at hand, more specifically:

• what is the work that needs to be done ;
• whom has to do it.

Task conflict, when managed well, can lead to better decision-making and new ideas.

Relationship conflict

This type of conflict happens when things get overly personal. It is often emotionally charged and so it can be a lot more challenging to resolve than task conflict. Relationship conflict can negatively impact team cohesion and morale if left unchecked.

Process conflict

This involves disagreements over the methods or processes used to accomplish a task. It can include disputes about delegation of duties, allocation of resources, and workflows. It is very similar to task conflict. This is the reason why it can also be constructive and lead to improvements in how work is performed.

Status conflict

This type of conflict arises from differences in perceived status or hierarchy within the organization. It can manifest as competition for recognition, promotions, or influence. This is the typical ego battle and nothing positive can come from that kind of conflict.

The importance of conflict management

What happens if you don’t take action?

First of all, as we already pointed out, if conflicts aren’t resolved, they can really turn the whole organization upside down, on both individual and collective scale: 

• productivity nosedives because ongoing conflicts tend to distract employees and reduce focus and motivation ;
• a prolonged or continuous conflict can create a stressful, toxic work environment, affecting both mental and physical health ;
• when morale drops, you get higher employee turnover rates ;
• durably damaged relationships between colleagues are very detrimental to communication and collaboration.

What can effective conflict management achieve?

Conversely, effective conflict management can bring a lot of benefits to any business. For instance, it strengthens relationships because it creates an environment where team members can understand and respect each other better. For example, if two team members often clash over which way a project should go down, your addressing their conflict openly can help them appreciate each other’s perspectives.

Another benefit is that, like competition, conflict can spark critical thinking and creativity, leading to better solutions and innovations. Imagine the marketing and sales departments have different ideas about a product launch strategy. Instead of giving the win to one team, maybe turn it into a brainstorming session where both teams contribute. This process can result in a hybrid strategy that combines the best ideas from everyone.

Effective conflict management is a train that keeps on giving! When conflicts are managed well, employees can stay focused on their tasks, which boosts productivity and efficiency. Think about a workplace where there’s friction between colleagues because of unclear roles, well there is a lot of time which would be better spent working than arguing, so as a manager, your role is to be absolutely clear about who needs to do what.

Good conflict management is a necessary foundation of open communication and a workplace where people feel safe to express their ideas. Plus, this kind of environment fosters innovation and continuous improvement because employees feel their contributions are valued.

Finally, handling conflicts constructively also helps employees develop better negotiation and problem-solving skills. For example, if two departments are competing for the same resources, guiding them through a structured negotiation process not only resolves the immediate conflict but also teaches the employees skills to handle future disputes more effectively. Ultimately, this ongoing learning and skill-building makes your organization more adaptable and resilient.

Management: how to deal with conflict?

We’ve covered what conflict and conflict management may look like. But this was merely an introduction, now let’s tackle how it works in detail!

Identify the root cause

The first step in managing conflict is to figure out what’s causing it. Knowing the root cause of the conflict is essential because it allows you to address the issue directly rather than just treating the symptoms. But you’ve got a head start, since we already saw the possible reasons behind a conflict. Now you just need to pinpoint which one(s), specifically.

To identify the root cause, start by talking to everyone involved. Have one-on-one chats or group discussions (depending on the context) to understand each person’s perspective. Listen actively and without judgment. Ask open-ended questions such as: 

• “Can you explain what happened from your point of view?” ; 
• “What do you think the main issue is?”
  

Once you have all the info, look for common themes and underlying issues. Check if there are patterns in the complaints and feedback. This will help you determine whether it’s a structural conflict or just a punctual incident. Indeed, sometimes this is just someone who said something they didn’t think, out of exhaustion or because of personal ongoing issues.

Make sure to understand everyone’s level of involvement and responsibilities in the conflict to see whether the conflict is due to miscommunication, overlapping duties, or any other explanation.

Encourage open & effective communication

This might seem obvious, but it is always good to remember this simple fact: open and effective communication is key to preventing and resolving conflicts.

When communication smoothly flows, then employees feel heard and understood. Then, they’re more likely to work together and find common ground. Besides, open communication also helps to quickly detect potential conflicts and solve them more effectively, since you will be more likely to be provided with relevant information in time.

This is one of the reasons why you should create an environment where employees feel safe to express their concerns and opinions without fear of retaliation. You can do this by setting up clear communication channels and protocols, for instance: 

• regular team meetings ; 
• anonymous suggestion boxes ; 
• open-door policies.
  

In your conflict resolution strategies, facilitate honest and respectful dialogue between the parties involved. Encourage them to listen to each other’s viewpoints without interrupting or becoming defensive.

Teach and promote effective communication skills like assertiveness, emotional intelligence, which includes empathy. For instance, training sessions on giving and receiving constructive feedback can help employees communicate better and prevent conflict escalation.

Involve a neutral party

However, sometimes conflicts become too complicated or emotionally charged for the involved parties to resolve on their own. In such instances, a neutral third party can be really helpful. Mediation and facilitation are two common methods used in conflict resolution to provide impartial assistance.

Mediation 

This process involves a neutral mediator who guides the conflicting parties towards:

• functional and reciprocal communication ;
• a mutually acceptable compromise. 
  

The mediator doesn’t take sides nor make decisions but facilitates the discussion, ensuring that each party can voice their concerns and perspectives. Mediation is particularly helpful to break down communication barriers and (re)build understanding between the parties.

Facilitation 

It is similar to mediation but for conflicts involving multiple stakeholders or teams. A facilitator helps guide the group through a structured process to address the conflict. The facilitator ensures that the discussion stays on track and that all participants have a chance to contribute.

In both mediation and facilitation, the neutral party’s role is to create a safe and structured environment where the conflicting parties can explore their differences and work towards a resolution. The overarching goal of involving a neutral party is to de-escalate tensions and provide a fresh perspective on the issue.

Focus on finding solutions

If you want to hone your conflict resolution skills, you need to learn to stay focused on finding a solution rather than dwelling on the problem, however tempting the latter may seem. The idea is to resolve the issue as soon and as effectively as possible, to allow the team to move forward. Here are some strategies to avoid sidetracking.

Define the problem

Make sure everyone involved is clear on what the issue is. Consider summarizing the conflict in a neutral and objective manner. For example, if two team members, let’s call them Lisa and John, are arguing about the direction of a project, start by outlining the facts: “John believes the marketing strategy should focus on social media, while Lisa thinks traditional media will be more effective. The disagreement is causing delays in the project timeline.”

Generate options

Encourage brainstorming sessions where everyone can suggest solutions. The idea is to generate as many options as possible without judging or dismissing them from the get-go. For instance, gather the team and ask John, Lisa and everyone else on the team to suggest different marketing strategies. Ideas might range from a hybrid approach combining both social and traditional media to completely new strategies that haven’t been considered yet.

Evaluate options

Once you have a list of potential solutions, evaluate each option based on its feasibility, fairness, and potential impact. Consider the pros and cons of each solution. Using the example above, you might evaluate the hybrid strategy: “Combining both media could reach a wider audience (pro), but it might also stretch our budget (con).”

Reach an agreement

Select the best solution through consensus or compromise. Make sure all parties agree on the chosen solution and understand their roles in implementing it. For John and Lisa, this might mean agreeing to start with a primary focus on social media with a smaller, supplementary traditional media campaign.

Document the agreement

Write down the agreed-upon solution and the steps each party will take. This helps ensure accountability and provides a reference if further issues arise. In the example, you would document the plan: “The team will launch a social media campaign with an initial budget of $5,000, supplemented by a $2,000 traditional media campaign. John will lead the social media efforts, while Lisa will oversee the traditional media component. Results will be reviewed in three months.”

Follow-up

After a conflict has been resolved, it’s crucial to follow up to make sure the solution is working and that no new issues have come up since then. Besides, monitoring the progress of the conflict resolution allows you to ensure that the agreement is being honored and that the underlying issues have been fully addressed.

Schedule follow-up meetings with the involved parties to discuss the implementation of the solution and to address any lingering concerns. These meetings provide you with an opportunity to: 

• reinforce positive behaviors ;
• make necessary adjustments ; 
• prevent the conflict from resurfacing.
  

Regular check-ins also show your commitment as a leader to maintaining a healthy work environment. It shows employees that their concerns are taken seriously by the higher-ups. Follow-up actions are not just about meetings, you may also want to consider: 

• additional training ; 
• adjusting roles and responsibilities ; 
• improving communication channels.

Create a positive work environment

When you create a positive work environment you prevent conflicts from arising in the first place. If there are less conflicts, then conflict management is easier, so try and implement preventive strategies.

Start by encouraging respect for diversity and inclusion, all employees should feel valued and included regardless of their background or role. Provide support and resources like counseling services, stress management programs, and conflict resolution training to help employees manage stress and resolve conflicts effectively. Recognize and reward positive behavior, especially in conflict resolution, to motivate others to follow suit. 

Additionally, organize team-building activities to strengthen relationships and foster camaraderie among employees, reducing the likelihood of conflicts. Lastly, set clear expectations regarding behavior, communication, and conflict resolution so that employees understand the company’s policies and procedures for addressing conflicts.

What are the key skills in conflict management?

Effective communication

This one involves active listening, as we already discussed: Acknowledge their points, ask questions to clarify, and reflect back what you’ve heard to ensure you understand. This shows respect and helps to calm things down.

Nonviolent communication, a method developed by Marshall Rosenberg, emphasizes expressing yourself honestly and receiving others empathetically. It involves stating observations without judgment, expressing feelings, identifying needs, and making clear requests. It’s also important to communicate clearly and concisely during conflicts. Avoid vague statements and get to the point quickly to avoid misunderstandings.

For example, instead of saying, “You never help with the projects,” you could say, “I noticed that during the last two projects, I ended up doing most of the work. Can we find a way to distribute the tasks more evenly?”

Empathy and understanding

This means approaching conflicts without preconceived judgments and avoiding labeling behaviors as right or wrong. Instead, try to understand the perspectives and motivations behind actions. Blaming others can make conflicts worse. Focus on describing the issue and its impact on you, using “I” statements to express your feelings and needs without accusing the other person. Try to see the situation from the other person’s perspective. Understanding their viewpoint can help you find common ground and come up with a solution that works for everyone.

For instance, if a colleague is upset about a deadline, understanding their workload and stressors can help you both negotiate a better timeline.

Managing emotions

It seems logical and fair that conflict management should begin with emotion management.

Indeed, staying calm and composed, even when things get heated, is essential. Techniques like deep breathing, taking a timeout, or practicing mindfulness can help you keep your emotions in check. 

For example, if you feel yourself getting angry, you might say, “I need a moment to collect my thoughts. Can we take a five-minute break?” It’s also important to be mindful of others’ emotions and respond with empathy. Acknowledge their feelings without taking them personally or reacting defensively. For example, if a team member is visibly upset, you might say, “I can see that this situation is really frustrating for you. Let’s talk about what’s bothering you.”

In the end, managing conflict is not overly difficult but it does require some training in self control and emotional intelligence. On the practical side, you first have to identify the cause, then talk about it with everyone involved and then seek solutions together. Obviously, depending on the situation, severity and origin of the issue, some extra steps might be required too.

In any case, conflict management can be made even easier thanks to coaching sessions. At CoachYZ, we think that every leader and every manager has a hidden potential to do things better. If you have the same take on the matter, start your coaching sessions with us!